Each organization and in general each state, regardless of its activity, size and structure, is trying to improve its performance to the best of its ability to maintain its existence. Many of the criticisms of traditional performance evaluation systems are due to their
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Each organization and in general each state, regardless of its activity, size and structure, is trying to improve its performance to the best of its ability to maintain its existence. Many of the criticisms of traditional performance evaluation systems are due to their failure to measure and monitor multiple performance dimensions due to the over-concentration of indices that are lacking in efficiency.
In this paper, attention has been paid to the effective components in mapping out the road for improving organizational performance with a special look at the balanced scorecard approach based on resistance policies. Accordingly, a study was conducted to identify the indicators that affect the performance of organizations, and one hundred and fifty identifiers were identified and in the structure of the balanced scorecard developed in the dimensions: 1- Customerism and customer needs 2. Financial empowerment and business Income 3. Main Processes and Support 4. Growth and Learning 5. Effectiveness and Impact on Society 6. Leadership and engagement with business. Then, using the factor analysis method, we reduced the indexes, which resulted in the index output dropping by 91% to 43 indexes. In the next step, after identifying the strategic factors affecting the future conditions of the industrial organizations, we developed the scenarios using the Wizard scenario software. In the final step, using the decision methods, we will examine the impact of indicators in different scenarios.
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